Chapters 1, 2 And 7

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  • 1/88 Questions

    Which of the following statements regarding managers in today's world is accurate?

    • They can be found exclusively in for-profit organizations.
    • They are found only in large corporations.
    • The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.
    • Their age range is limited to between 30 and 65 years.
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Chapters 1, 2 And 7 - Quiz
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  • 2. 

    An individual who works with and through other people by coordinating their work activities in order to accomplish organizational goals is ________.

    • An assembly line worker

    • A laborer

    • A salesperson

    • A manager

    Correct Answer
    A. A manager
    Explanation
    A manager is an individual who works with and through other people by coordinating their work activities in order to accomplish organizational goals. Managers are responsible for planning, organizing, leading, and controlling the resources of an organization to achieve its objectives. They oversee and guide the work of their subordinates, making decisions, allocating resources, and providing guidance and support. Their role involves setting goals, monitoring progress, and ensuring that tasks are completed efficiently and effectively. Managers play a crucial role in achieving the goals of an organization by utilizing the skills and efforts of their team members.

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  • 3. 

    Supervisor is another name for which of the following

    • Team leader

    • First-line manager

    • Middle manager

    • Top manager

    Correct Answer
    A. First-line manager
    Explanation
    A supervisor is commonly referred to as a first-line manager. This role is responsible for overseeing a team or department and ensuring that tasks are completed efficiently and effectively. They are the direct point of contact for employees and are responsible for providing guidance, support, and feedback. Supervisors typically have a hands-on approach and are involved in day-to-day operations. They play a crucial role in managing and coordinating the work of their team to achieve organizational goals.

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  • 4. 

    A ________ is an example of a first-line manager.

    • Store manager

    • Regional manager

    • Division manager

    • Shift manager

    Correct Answer
    A. Shift manager
    Explanation
    A shift manager is an example of a first-line manager because they are responsible for overseeing the day-to-day operations and activities of a specific shift or team within an organization. They directly supervise employees, ensure that tasks are completed efficiently, and address any issues or concerns that may arise during their shift. While store managers, regional managers, and division managers may also have managerial responsibilities, they typically operate at higher levels within the organization and have broader areas of responsibility.

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  • 5. 

    Managers with titles such as regional manager, project leader, or division manager are ________.

    • Middle managers

    • production managers

    • First-line managers

    • Top managers

    Correct Answer
    A. Middle managers
    Explanation
    Managers with titles such as regional manager, project leader, or division manager are classified as middle managers. Middle managers are responsible for overseeing specific departments or divisions within an organization. They bridge the gap between top-level executives and front-line employees, ensuring that organizational goals are met and that operations run smoothly within their designated areas of responsibility. Middle managers play a crucial role in implementing and executing strategies, coordinating and supervising teams, and facilitating communication between different levels of management.

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  • 6. 

    ________ are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.

    • Research managers

    • Production managers

    • Top managers

    • First-line managers

    Correct Answer
    A. Top managers
    Explanation
    Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. They are at the highest level of management and have the authority to make strategic decisions that shape the direction of the company. They set the overall vision and mission of the organization, determine the long-term goals, and allocate resources accordingly. Top managers also play a crucial role in creating and maintaining the organizational culture and ensuring that the organization is aligned with its external environment. They are accountable for the overall performance and success of the organization.

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  • 7. 

    ________ have titles such as executive vice president, chief operating officer, and chief executive officer

    • First-line managers

    • Team leaders

    • Top managers

    • Middle managers

    Correct Answer
    A. Top managers
    Explanation
    Top managers have titles such as executive vice president, chief operating officer, and chief executive officer. These individuals are responsible for making strategic decisions and setting organizational goals. They have a broad scope of authority and oversee the entire organization or a significant department within it. Top managers are responsible for ensuring the organization's overall success and are accountable to the board of directors or shareholders. They play a crucial role in shaping the company's vision, mission, and long-term strategy.

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  • 8. 

    ________ involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them.

    • Commanding

    • Organizing

    • Planning

    • Managing

    Correct Answer
    A. Managing
    Explanation
    Managing involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them. This includes tasks such as assigning responsibilities, coordinating resources, setting goals, and monitoring progress. Managers are responsible for overseeing the work of their team and ensuring that it aligns with the overall objectives of the organization. They must also make decisions, provide guidance and support, and address any issues or challenges that arise. Effective management is crucial for achieving organizational goals and maximizing productivity.

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  • 9. 

    Which of the following is an example of an efficient manufacturing technique?

    • Cutting inventory levels

    • Meeting customers' rigorous demand

    • Increasing product reject rates

    • Increasing the amount of time to manufacture products

    Correct Answer
    A. Cutting inventory levels
    Explanation
    Cutting inventory levels is an example of an efficient manufacturing technique because it helps to reduce waste and costs. By minimizing the amount of inventory held, companies can avoid overproduction and ensure that products are only produced when there is actual demand. This not only saves storage space but also reduces the risk of obsolete or expired inventory. Additionally, cutting inventory levels allows for better cash flow management and faster response to changes in customer demand. Overall, this technique helps to streamline operations and improve efficiency in the manufacturing process.

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  • 10. 

    Wasting resources is considered to be an example of ________.

    • Inefficacy

    • Inefficiency

    • Ineffectiveness

    • Ineffableness

    Correct Answer
    A. Inefficiency
    Explanation
    Wasting resources refers to using resources in an inefficient or ineffective manner, which means not achieving the desired results with the available resources. Therefore, the correct answer is inefficiency.

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  • 11. 

    An automobile manufacturer increased the total number of cars produced keeping the production cost the same. The manufacturer ________.

    • Increased its effectiveness

    • Increased its efficiency

    • Increased its equity

    • Increased its effability

    Correct Answer
    A. Increased its efficiency
    Explanation
    Increasing the total number of cars produced while keeping the production cost the same indicates that the manufacturer has become more efficient. Efficiency refers to maximizing output while minimizing input or resources used. In this case, the manufacturer has been able to produce more cars without incurring additional costs, which suggests an improvement in their production process and utilization of resources.

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  • 12. 

    Effectiveness is associated with ________.

    • Decreasing production time

    • Doing things right

    • Reducing inventory

    • Doing the right things

    Correct Answer
    A. Doing the right things
    Explanation
    Effectiveness is associated with "doing the right things" because it refers to the ability to achieve desired results or objectives. By focusing on doing the right things, individuals or organizations can prioritize their actions and make sure they are working towards the most important goals. This can lead to increased productivity, efficiency, and overall success.

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  • 13. 

    Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals.

    • Effectiveness; effability

    • Efficiency; effectiveness

    • Efficiency; experience

    • Effectiveness; efficiency

    Correct Answer
    A. Efficiency; effectiveness
    Explanation
    Efficiency refers to the process of achieving maximum output with minimum input or resources. It focuses on how well resources are utilized to accomplish tasks. On the other hand, effectiveness is about achieving the desired results or goals. It emphasizes the outcome or the end result of the activities. In this context, efficiency is concerned with the means of getting things done, while effectiveness is concerned with the ends or attainment of organizational goals.

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  • 14. 

    In successful organizations, ________.

    • High efficiency and high accessability go hand in hand

    • High efficiency and high effectiveness go hand in hand

    • High efficiency and high effervescence go hand in hand

    • High efficiency and high equanimity go hand in hand

    Correct Answer
    A. High efficiency and high effectiveness go hand in hand
    Explanation
    In successful organizations, high efficiency and high effectiveness go hand in hand. This means that in order for an organization to be successful, it needs to be both efficient in its operations and effective in achieving its goals. Efficiency refers to the ability to accomplish tasks quickly and with minimal waste, while effectiveness refers to the ability to achieve desired outcomes. When an organization is both efficient and effective, it can maximize its resources and achieve its objectives in the most optimal way.

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  • 15. 

    Henri Fayol, in the early part of the twentieth century proposed that all managers perform ________ functions.

    • Three

    • Nine

    • Five

    • Four

    Correct Answer
    A. Five
    Explanation
    Henri Fayol, in the early part of the twentieth century, proposed that all managers perform five functions. This suggests that Fayol believed that managers have multiple roles and responsibilities within an organization. These five functions are commonly known as planning, organizing, commanding, coordinating, and controlling. Each function plays a crucial role in the overall management process and helps managers effectively achieve organizational goals and objectives.

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  • 16. 

    Today, the basic management functions have been condensed to ________.

    • Planning, organizing, commanding, and coordinating

    • Planning, organizing, leading, and controlling

    • Planning, organizing, coordinating, and controlling

    • Planning, organizing, commanding, and controlling

    Correct Answer
    A. Planning, organizing, leading, and controlling
    Explanation
    The basic management functions have evolved over time and are now commonly understood as planning, organizing, leading, and controlling. The term "commanding" has been replaced with "leading" to reflect a more collaborative and inclusive approach to management. This shift acknowledges that effective leaders inspire and motivate their teams rather than simply giving orders. Therefore, the correct answer is planning, organizing, leading, and controlling.

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  • 17. 

    Organizing includes ________.

    • Determining who does what tasks

    • Motivating organizational members

    • Hiring organizational members

    • Setting organizational goals

    Correct Answer
    A. Determining who does what tasks
    Explanation
    Organizing refers to the process of arranging and structuring tasks, roles, and responsibilities within an organization. It involves determining who will be responsible for specific tasks and allocating them accordingly. This ensures that each member of the organization knows their role and what is expected of them. By determining who does what tasks, the organization can effectively coordinate and streamline its operations, leading to increased efficiency and productivity.

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  • 18. 

    Establishing strategies for achieving organizational goals is a part of the ________ function.

    • Leading

    • Planning

    • Organizing

    • Coordinating

    Correct Answer
    A. Planning
    Explanation
    Establishing strategies for achieving organizational goals is a key aspect of the planning function. Planning involves setting objectives, identifying actions to achieve those objectives, and developing strategies to guide the organization towards its goals. By determining the best course of action and outlining the steps needed to reach the desired outcomes, planning helps in aligning resources, coordinating activities, and making informed decisions. Therefore, planning is the correct answer as it encompasses the process of developing strategies to achieve organizational goals.

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  • 19. 

    A manager resolving conflict among organizational members is performing which of the following functions?

    • Controlling

    • Planning

    • Leading

    • Organizing

    Correct Answer
    A. Leading
    Explanation
    A manager resolving conflict among organizational members is performing the function of leading. Leading involves guiding and influencing individuals or groups towards achieving organizational goals. By resolving conflict, the manager is taking charge and providing direction to address the issue and promote cooperation and collaboration among team members. This demonstrates their leadership skills in managing and guiding the team towards maintaining a harmonious work environment.

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  • 20. 

    Motivating subordinates is primarily associated with the management function of ________.

    • Controlling

    • Leading

    • Organizing

    • Planning

    Correct Answer
    A. Leading
    Explanation
    Motivating subordinates is primarily associated with the management function of leading. This is because leading involves guiding and influencing employees towards achieving organizational goals, which includes inspiring and encouraging them to perform at their best. Motivation plays a crucial role in leading as it helps managers inspire and energize their subordinates, boosting their morale and productivity. By effectively leading and motivating their team members, managers can create a positive work environment and drive the achievement of organizational objectives.

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  • 21. 

    The process of monitoring, comparing, and correcting is called ________.

    • Controlling

    • Leading

    • Organizing

    • Planning

    Correct Answer
    A. Controlling
    Explanation
    Controlling refers to the process of monitoring, comparing, and correcting the performance of individuals or groups to ensure that goals are being achieved. It involves setting standards, measuring performance against those standards, identifying deviations, and taking corrective actions when necessary. Controlling helps to ensure that plans and objectives are being followed and that resources are being used effectively and efficiently. It is an essential function of management that helps to maintain organizational effectiveness and achieve desired outcomes.

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  • 22. 

    ________ developed a categorization scheme for defining what managers do, consisting of 10 different but highly interrelated roles.

    • Henri Fayol

    • Abraham Maslow

    • Peter Drucker

    • Henry Mintzberg

    Correct Answer
    A. Henry Mintzberg
    Explanation
    Henry Mintzberg developed a categorization scheme for defining what managers do, consisting of 10 different but highly interrelated roles. This scheme, known as Mintzberg's managerial roles, includes roles such as interpersonal roles (figurehead, leader, and liaison), informational roles (monitor, disseminator, and spokesperson), and decisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator). Mintzberg's work has been influential in understanding the various responsibilities and activities of managers in organizations.

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  • 23. 

    According to Mintzberg's managerial roles, the ________ roles are ones that involve people and other duties that are ceremonial and symbolic in nature.

    • Technical

    • Informational

    • Decisional

    • Interpersonal

    Correct Answer
    A. Interpersonal
    Explanation
    According to Mintzberg's managerial roles, the interpersonal roles are ones that involve people and other duties that are ceremonial and symbolic in nature. These roles focus on building and maintaining relationships with individuals both inside and outside the organization. Managers in interpersonal roles act as figureheads, representing the organization and its values, and they also serve as leaders who motivate and inspire their team members. Additionally, they act as liaisons, facilitating communication and collaboration between different individuals and groups.

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  • 24. 

    The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial roles.

    • Technical

    • Informational

    • Decisional

    • Interpersonal

    Correct Answer
    A. Informational
    Explanation
    According to Mintzberg's managerial roles, the informational roles involve collecting, receiving, and disseminating information. These roles focus on gathering and sharing information both internally and externally to aid in decision-making and problem-solving. This includes monitoring and scanning the environment for relevant data, acting as a spokesperson for the organization, and sharing information with subordinates, peers, and external stakeholders. Therefore, the correct answer is "informational".

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  • 25. 

    Which of the following is NOT an example of an interpersonal role according to Mintzberg?

    • Figurehead

    • Spokesperson

    • Leader

    • Liaison

    Correct Answer
    A. Spokesperson
    Explanation
    According to Mintzberg, an interpersonal role refers to the activities that involve interactions with people. The figurehead, leader, and liaison roles all involve direct interactions with others. However, the spokesperson role is not an example of an interpersonal role as it primarily involves representing the organization to external parties, such as the media or the public. This role focuses more on communication and conveying information rather than direct interpersonal interactions.

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  • 26. 

    Which of the following is an example of an informational role according to Mintzberg?

    • Monitor

    • Resource allocator

    • Negotiator

    • Liaison

    Correct Answer
    A. Monitor
    Explanation
    According to Mintzberg, the informational role refers to the activities of a manager that involve collecting, processing, and disseminating information. The monitor role specifically involves gathering information from both internal and external sources, analyzing it, and then sharing it with relevant parties. This role helps managers stay informed about changes in the organization's environment, such as market trends, competitor activities, and customer feedback. By monitoring information, managers can make informed decisions and take appropriate actions to address any emerging issues or opportunities.

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  • 27. 

    Which of the following is an example of a decisional role according to Mintzberg?

    • Entrepreneur

    • Figurehead

    • Monitor

    • Disseminator

    Correct Answer
    A. Entrepreneur
    Explanation
    An entrepreneur is an example of a decisional role according to Mintzberg. Decisional roles involve making choices and taking actions that have a significant impact on the organization. Entrepreneurs are responsible for initiating and driving change within the organization. They identify opportunities, take risks, and make decisions that can shape the future of the organization. This role requires creativity, innovation, and a willingness to take calculated risks in order to achieve organizational goals.

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  • 28. 

    The ________ role (as Mintzberg defined it) is more important for lower-level managers than it is for either middle- or top-level managers.

    • Disseminator

    • Negotiator

    • Figurehead

    • Leader

    Correct Answer
    A. Leader
    Explanation
    As per Mintzberg's definition, the leader role involves guiding and motivating employees to achieve organizational goals. Lower-level managers typically have more direct contact with employees and are responsible for overseeing day-to-day operations. Therefore, the leader role is more important for them as they need to provide guidance and direction to their teams. On the other hand, middle- and top-level managers focus more on strategic planning and decision-making, making the leader role relatively less important for them.

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  • 29. 

    Which of the following represents the two views of managerial impact on the success or failure of the organization?

    • Omnipotent and symbolic

    • Omnipotent and reflective

    • Reflective and interactive

    • Symbolic and interactive

    Correct Answer
    A. Omnipotent and symbolic
    Explanation
    The two views of managerial impact on the success or failure of the organization are omnipotent and symbolic. The omnipotent view suggests that managers have complete control and are solely responsible for the outcomes of the organization. On the other hand, the symbolic view argues that managers have limited control and that external factors such as the economy and industry conditions play a significant role in determining the success or failure of the organization.

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  • 30. 

    The current dominant assumption in management theory suggests that ________.

    • An organization's success or failure is due to external forces outside managers' control

    • Managers cannot significantly affect an organization's performance because they are constrained by the abilities of their employees

    • Managers are directly responsible for an organization's success or failure

    • Managers' roles are increasingly becoming peripheral and staff manage their own areas of expertise

    Correct Answer
    A. Managers are directly responsible for an organization's success or failure
    Explanation
    The current dominant assumption in management theory suggests that managers are directly responsible for an organization's success or failure. This implies that the performance of an organization is heavily influenced by the decisions and actions of its managers. It rejects the idea that external forces or the abilities of employees are the primary factors determining the success or failure of an organization. This assumption emphasizes the importance of effective management and leadership in achieving organizational goals.

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  • 31. 

    Lmo Research & Development has been going through a rough patch lately. Turnover has been high and employee morale is at an all-time low. Though employees and competitors hold management responsible for the decline, the CEO does not let the managers go or change the management style. Which of the following could explain this attitude?

    • The organization has a participative management style and decisions are guided by consensus.

    • The CEO holds the omnipotent view of management, which believes that external factors have a significant effect on performance outcomes.

    • As the organization has an autocratic management style, the employees are responsible for organizational policies.

    • The CEO holds the view that managers have only a limited role in organization success or failure.

    Correct Answer
    A. The CEO holds the view that managers have only a limited role in organization success or failure.
    Explanation
    The CEO's attitude can be explained by the belief that managers have only a limited role in the success or failure of the organization. This belief suggests that the CEO does not see the high turnover and low morale as a result of poor management decisions or actions. Instead, they may attribute these issues to external factors or believe that they are beyond the control of the managers. As a result, the CEO does not feel the need to let the managers go or change the management style.

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  • 32. 

    The omnipotent view of management states that ________.

    • Managers' roles are peripheral and staff manage their own areas of the business

    • Managers should allow employees to take part in decision-making

    • Managers are directly responsible for an organization's success or failure

    • Managers have little or no responsibility for an organization's success or failure

    Correct Answer
    A. Managers are directly responsible for an organization's success or failure
    Explanation
    The omnipotent view of management states that managers are directly responsible for an organization's success or failure. This perspective suggests that managers have the power and control to make decisions and influence the outcomes of the organization. They are seen as the ones who have the ultimate authority and are held accountable for the results achieved by the organization. This view emphasizes the importance of managerial actions and their impact on the overall performance and effectiveness of the organization.

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  • 33. 

    The ________ view of management is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization's objectives.

    • Laissez-faire

    • Symbolic

    • Democratic

    • Omnipotent

    Correct Answer
    A. Omnipotent
    Explanation
    The omnipotent view of management suggests that managers have complete control and power over the organization, and they are seen as all-powerful and capable of overcoming any obstacle to achieve the organization's objectives. This view aligns with the stereotypical image of a take-charge business executive who can handle any challenge that comes their way. They are seen as the ultimate decision-makers and have the authority to shape the organization's direction and outcomes.

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  • 34. 

    The soccer league in England is notorious for the number of team managers fired over the course of a single season, which stands at no fewer than eight managers on average, owing to poor team form and consequently, poor results. It is evident from this information that the league endorses a(n) ________ view of management.

    • Omnipotent

    • Symbolic

    • Democratic

    • Laissez-faire

    Correct Answer
    A. Omnipotent
    Explanation
    The correct answer for this question is "omnipotent." This is because the passage states that the soccer league in England fires a high number of team managers due to poor team form and results. This suggests that the league believes that the managers have the power and control to influence the team's performance and ultimately, their job security. Therefore, the league endorses an omnipotent view of management, where managers are seen as having significant authority and responsibility for the team's success or failure.

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  • 35. 

    Which of the following most accurately reflects the symbolic view of management?

    • External forces are responsible for an organization's success or failure.

    • Managers are directly responsible for an organization's success or failure.

    • Employees are directly responsible for an organization's success or failure.

    • Managers have to ensure that every obstacle is overcome on the way to achieving the organization's goals.

    Correct Answer
    A. External forces are responsible for an organization's success or failure.
    Explanation
    The symbolic view of management suggests that external forces, such as the economy, market conditions, and government regulations, play a significant role in determining an organization's success or failure. This view emphasizes that managers should focus on understanding and adapting to these external factors rather than solely relying on their own actions or decisions. It recognizes that managers have limited control over these external forces and should instead focus on creating a positive organizational culture and symbolically representing the organization's values and goals to inspire employees.

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  • 36. 

    According to the symbolic view, managers have a(n) ________ effect on substantive organizational outcomes.

    • Influential

    • Significant

    • Extensive

    • Limited

    Correct Answer
    A. Limited
    Explanation
    The symbolic view suggests that managers have a limited effect on substantive organizational outcomes. This means that their impact is not significant or extensive, but rather restricted or minimal. The symbolic view emphasizes that managers primarily serve as figureheads or symbols of authority, rather than being directly responsible for driving organizational performance. Therefore, their influence on outcomes is limited.

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  • 37. 

    The symbolic view of management is based upon the belief that managers symbolize ________.

    • Every aspect of an organization's performance, from the top level to the operational level

    • The fluctuating fortunes of the organization as they alternate between profits and losses

    • Control and influence in developing plans and making decisions

    • The take-charge executive who overcomes any obstacle to see that the organization achieves its goals

    Correct Answer
    A. Control and influence in developing plans and making decisions
    Explanation
    The symbolic view of management suggests that managers represent and have control and influence in developing plans and making decisions within an organization. This perspective emphasizes the symbolic role of managers in shaping the organization's direction and culture. It suggests that managers are responsible for setting the tone and values of the organization and play a key role in guiding its performance. This view recognizes the importance of managers in shaping the organization's success and outcomes.

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  • 38. 

    Internal constraints that influence managers' decisions and actions come from ________.

    • The attitudes of customers

    • The culture of the organization

    • The prevailing political conditions

    • The fluctuations in the stock market

    Correct Answer
    A. The culture of the organization
    Explanation
    Managers' decisions and actions are influenced by the internal constraints that come from the culture of the organization. The culture of an organization encompasses its values, beliefs, norms, and practices, which shape the behavior and decision-making of its members. Managers are influenced by the organizational culture in terms of the expectations, norms, and values that guide their decision-making processes. The culture of an organization can impact various aspects such as communication patterns, decision-making styles, and the overall approach to problem-solving. Therefore, managers' decisions and actions are influenced by the internal constraints that arise from the culture of the organization.

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  • 39. 

    Daniel is the CEO of CookRite, a company manufacturing kitchen appliances. The company has been in business for the past ten years and sales were steadily increasing until six months ago, when there was a significant decrease. Though Daniel held a number of meetings with the top management of the company, he did not make any changes in the management techniques and did not blame managers for the drop in sales. Which of the following, if true, would indicate that Daniel was correct in his approach?

    • Sources reveal that CookRite's competitors saw a similar drop in sales over the same time period.

    • The symbolic view of management, which Daniel holds, is the preferred method in that industry.

    • Demand for kitchen appliances has increased significantly over the past year.

    • The price of technology used in CookRite products fell during this period, as a result of innovations.

    Correct Answer
    A. Sources reveal that CookRite's competitors saw a similar drop in sales over the same time period.
    Explanation
    If CookRite's competitors also experienced a similar drop in sales over the same time period, it indicates that the decrease in sales was not solely due to the management techniques or actions of CookRite. This suggests that external factors or industry-wide trends may have contributed to the decline in sales, supporting Daniel's approach of not blaming the managers or making immediate changes in management techniques.

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  • 40. 

    Daniel is the CEO of CookRite, a company manufacturing kitchen appliances. The company has been in business for the past ten years and sales were steadily increasing until six months ago, when there was a significant decrease. Though Daniel held a number of meetings with the top management of the company, he did not make any changes in the management techniques and did not blame managers for the drop in sales. Which of the following, if true, would indicate that Daniel was wrong in his approach?

    • A new competitor entered the market six months ago, and sold products below cost to gain market share.

    • CookRite's competitors saw a similar drop in sales over the same period.

    • Demand for kitchen appliances has increased significantly over the past year.

    • The price of technology used in kitchen appliances fell and CookRite subsequently reduced its prices.

    Correct Answer
    A. Demand for kitchen appliances has increased significantly over the past year.
    Explanation
    If the demand for kitchen appliances has increased significantly over the past year, it indicates that there is a market for CookRite's products. Therefore, the significant decrease in sales cannot be attributed to a lack of demand. This suggests that Daniel's approach of not making any changes in management techniques and not blaming managers may be incorrect, as there may be other factors contributing to the drop in sales that need to be addressed.

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  • 41. 

    Which of the following factors is a demographic component of an organization's external environment?

    • Stock market fluctuations

    • Lifestyles and behavior

    • Political stability

    • Geographic location

    Correct Answer
    A. Geographic location
    Explanation
    Geographic location is a demographic component of an organization's external environment because it refers to the physical location and distribution of the organization's target market or customer base. It includes factors such as population density, urban or rural areas, climate, and cultural preferences specific to a particular location. Understanding the demographic characteristics of different geographic locations helps organizations tailor their products, services, and marketing strategies to meet the specific needs and preferences of the people in those areas.

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  • 42. 

    Which of the following factors is an economic component of an organization's external environment?

    • Family composition

    • Geographic location

    • Education level

    • Disposable income

    Correct Answer
    A. Disposable income
    Explanation
    Disposable income is an economic component of an organization's external environment because it refers to the amount of money that individuals have available to spend or save after paying taxes and other necessary expenses. It directly affects the purchasing power of consumers and their ability to buy goods and services. This information is crucial for organizations as it helps them understand the potential demand for their products or services and make informed decisions regarding pricing, marketing, and overall business strategy.

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  • 43. 

    The ________ component of an organization's external environment is concerned with trends in population characteristics such as age, race, gender, education level, geographic location, income, and family composition.

    • Sociocultural

    • Demographic

    • Political

    • Economic

    Correct Answer
    A. Demographic
    Explanation
    The correct answer is demographic. The demographic component of an organization's external environment refers to the trends and characteristics of the population that can impact the organization's operations and strategies. This includes factors such as age, race, gender, education level, geographic location, income, and family composition. Understanding these demographic trends can help organizations tailor their products, services, and marketing strategies to meet the needs and preferences of their target demographic.

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  • 44. 

    Grayson's has been in the publishing business for fifty years. In the past two years, the company has noticed that book sales have been tapering off, as more and more readers prefer formats they can read on e-readers or smartphones. Grayson's needs to analyze the changes in the environment so that it can change its business strategies and meet the needs of the new market. It commissions a market research firm to collect information about the recent changes in reading habits. Which of the following questions is the most irrelevant for this purpose?

    • How much do readers spend on e-books in a month?

    • What types of books do customers buy in traditional form?

    • Which format is more reader-friendly, e-books or traditional books?

    • How many books does an individual customer buy in a month?

    Correct Answer
    A. Which format is more reader-friendly, e-books or traditional books?
    Explanation
    The question "Which format is more reader-friendly, e-books or traditional books?" is the most irrelevant for the purpose of analyzing changes in reading habits. The focus of the analysis is on understanding the shift towards e-readers and smartphones, and how it is impacting book sales. The question about reader-friendliness does not provide any relevant information about the changes in reading habits or the market trends. It is more subjective and does not contribute to the analysis of the business strategies that Grayson's needs to adopt.

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  • 45. 

    Which of the following factors is a sociocultural component of an organization's external environment?

    • Family composition

    • Behavior patterns

    • Political stability

    • Education level

    Correct Answer
    A. Behavior patterns
    Explanation
    Behavior patterns refer to the actions and habits exhibited by individuals and groups within a society. In the context of an organization's external environment, behavior patterns can have a significant impact on its operations and strategies. Understanding the behavior patterns of consumers, employees, and other stakeholders can help organizations tailor their products, services, and communication strategies to better meet their needs and preferences. Additionally, behavior patterns can also influence the social norms and values that shape an organization's culture and overall societal expectations. Therefore, behavior patterns are a crucial sociocultural component of an organization's external environment.

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  • 46. 

    The economic environment affects the performance of an organization, as was noted during the recent recession. Which of the following factors is cited as one of the causes of the recent recession triggered in the home mortgage markets in the U.S.?

    • Lack of leverageability for business borrowers

    • Massive global liquidity

    • High interest rates on mortgages

    • Difficulty in securing housing credit

    Correct Answer
    A. Lack of leverageability for business borrowers
    Explanation
    During the recent recession, one of the causes of the downturn in the home mortgage markets in the U.S. was the lack of leverageability for business borrowers. This means that businesses were unable to access credit or loans easily, which hindered their ability to invest and grow. Without the necessary funds, businesses were unable to expand and create jobs, leading to a decline in economic activity. This lack of leverageability for business borrowers contributed to the overall economic downturn during the recession.

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  • 47. 

    Which of the following groups includes individuals who were born between the years 1946-1964?

    • Post-Millenials

    • The Silent Generation

    • The Baby Boomers

    • The Gen Y-ers

    Correct Answer
    A. The Baby Boomers
    Explanation
    The correct answer is the Baby Boomers. This group includes individuals who were born between the years 1946-1964. The term "Baby Boomers" refers to the increase in birth rates following World War II, and this generation is known for their significant impact on society and culture during the post-war period.

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  • 48. 

    ________ is/are called the iGeneration, because they've grown up with technology that customizes everything to the individual.

    • Gen Y-ers

    • The Silent Generation

    • Baby Boomers

    • Post-Millenials

    Correct Answer
    A. Post-Millenials
    Explanation
    Post-Millennials are called the iGeneration because they have grown up with technology that customizes everything to the individual. This generation, also known as Generation Z, has been surrounded by advanced technology from a young age, which has shaped their experiences and expectations. They are accustomed to personalized services, such as personalized recommendations on streaming platforms, personalized ads on social media, and customizable settings on their devices. This constant exposure to technology has influenced their behavior, preferences, and communication styles, making them the iGeneration.

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  • 49. 

    Which of the following are the two dimensions of environmental uncertainty?

    • Degree of change and degree of complexity

    • Degree of impact and degree of timing

    • Degree of complexity and degree of impact

    • Degree of change and degree of volume

    Correct Answer
    A. Degree of change and degree of complexity
    Explanation
    The two dimensions of environmental uncertainty are the degree of change and the degree of complexity. Degree of change refers to the extent to which the external environment is dynamic and unpredictable. Degree of complexity, on the other hand, refers to the number of components and interconnections within the environment, making it harder to understand and predict. These two dimensions together determine the level of uncertainty an organization faces in its external environment.

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  • Mar 22, 2023
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